I am a professor of entrepreneurship, entrepreneur, and manager who has spent much time thinking and doing research on why collaboration among firms and people is so valued, yet so hard to make successful. I was born in Bergen, Norway, and have spent my time studying and working worldwide – a PhD from Stanford, then working in Japan and Norway until settling in Singapore, working for INSEAD. Keeping my body and mind fit is important to me, so I train boxing and read anything from short articles to lengthy books, on any topic from business to wine.
I wrote
Network Advantage: How to Unlock Value From Your Alliances and Partnerships
Before even thinking about collaborations and alliances with other firms, executives should consider whether their firm is collaborative enough. Surprisingly, the answer is often “no” because the structure and processes have not been established with an eye towards building a network that spreads information and facilitates collaboration. This book provides very helpful advice on how to improve firms through internal network building.
Driving Results Through Social Networks shows executives and managers how to obtain substantial performance and innovation impact by better leveraging these traditionally invisible assets. For the past decade, Rob Cross and Robert J. Thomas have worked closely with executives from over a hundred top-level companies and government agencies. In this groundbreaking book, they describe in-depth how these leaders are using network thinking to increase revenues, lower costs, and accelerate innovation.
This one book will help you accomplish three important goals. First, a lot of collaboration and alliance work generates innovative ideas that become decisions – but implementing decisions, especially innovative ones, is hard. This book is a classic work on how to push reluctant organizations into implementing what’s good for them to do. Second, whenever there is a network of connected people and firms, there will be power dynamics. This book gives recipes for how to handle them successfully. Third, building networks not just for information, but also for power, is always good for you, and there is a wealth of advice on how to do it.
Although much as been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation--how to get things done in a timely and effective way. Problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. Managing With Power provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component…
Our book is about alliances in any kind of industry, and our most-used examples were Sony and Samsung, which are conglomerates. What if you want to learn about assembly industries with long and complex supply chains? Look no further than to Collaborative Advantage, which draws from research on the automobile industry to produce insights that will help any assembler that depends on and seeks to draw competitive strength from organizing and improving the supply chain and its firms.
Why has Chrysler been twice as profitable as GM and Ford during the 1990s even though it is a much smaller company with plants that are less efficient than Ford's? Why does Toyota continue to have substantial productivity and quality advantages long after knowledge of the Toyota Production System has diffused to competitors? The answer, according to Jeff Dyer, is that Toyota and Chrysler have been the first in their industry to recognize that the fundamental unit of competition has changed-from the individual firm to the extended enterprise. In this book Dyer demonstrates the power of collaborative advantage, arguing that,…
Do you want a serious look at the science behind how people and firms work together, and how they can draw advantages from it. Read this book first. It describes the main principles that determine what networks are best and who draws the benefits from them – remember, networks create value and distribute value! It presents the underlying research but is written in a way that is easy to follow. Our book on alliances draws from the same ideas, made even more practical, so the two are great to read together.
Social Capital, the advantage created by location in social structure, is a critical element in business strategy. Who has it, how it works, and how to develop it have become key questions as markets, organizations, and careers become more and more dependent on informal, discretionary relationships. The formal organization deals with accountability; Everything else flows through the informal: advice, coordination, cooperation friendship, gossip, knowledge, trust.
Informal relations have always been with us, they have always mattered. What is new is the range of activities in which they now matter, and the emerging clarity we have about how they create advantage…
Why indeed, given the topic of this reading list, and that you have probably read it before? But you have not read it trying to understand alliances, collaboration, and power. Read this way, Lord of the Rings has everything. It contrasts the centrally controlled Mordor with the alliances facing it. It shows how old alliances and allegiances are maintained even under extreme stress. It shows the tensions from different ways of thinking and different priorities, and leaders who are able to resolve these for the common good. It shows how diverse capabilities turn the Middle Earth alliances into an opponent so capable and unpredictable that it overcomes Sauron’s resources. Anyone who truly understands this book can manage the alliances of a firm.
One Ring to rule them all, One Ring to find them, One Ring to bring them all and in the darkness bind them
In ancient times the Rings of Power were crafted by the Elven-smiths, and Sauron, the Dark Lord, forged the One Ring, filling it with his own power so that he could rule all others. But the One Ring was taken from him, and though he sought it throughout Middle-earth, it remained lost to him. After many ages it fell by chance into the hands of the hobbit Bilbo Baggins.
This book was a collaboration, as a book about collaborating and alliances should be, and a labor of love backed by research, as a book should be when a team of three transform the conclusions from much research, ours and others’, into a framework for thinking about alliances and practical advice for making alliances successful. The main theme of the book is one of firms gaining collective strength through working together. A sub-theme is that benefits are not distributed equally, so your firm needs to make smart choices. While each alliance can strengthen the firm’s competitiveness, this will only happen if managers map out the alliances and consider how they work together to strengthen the firm.
